Lean Intro

- secrets revealed -

this is the agenda for a two-hour session

the A3 is ready to download if you go down...

it only takes a short pull...

to get the flow from the siphon going...

this is the A3, the figures will be explained in the slides, don't worry :-)

How to use this presentation

The objective of this presentation is to go through some Lean core beliefs and pinpoint the differences between Lean in factory and development environments.

Navigate in these ways:

If you go horisontally to the right you will see the slides in sequence. If you go down on any step you will find additional information and, if you hit 'esc' you will see a navigational view of all the slides. If you press 's' anywhere you come to the presenter's window. If you press 'b' or '.' anywhere the screen goes black. If you press 'alt' + tap you enlarge.

Let's start from the beginningwith project planning

Traditional project planning

spoiler: this is not the most efficient way of doing things! ...we want control and accountability, but...

Discuss with your neighbour: How do you plan today?

Things are complicated...

Too much detail of the pastmake predictions worse...

Common traps

We think in lists and have a tendency to put actions one after another which leads to longer than necessary projects. We want control and forget that the more detailed the plan the more fragile it gets. We want to be forceful and bend the future to our will instead of dealing with reality. We have the impossible dream that plans are time tables. A train driver cannot be allowed the same flexibility as a sheepdog.

We assume too much...

"We know how everything should be done, right from the start" "The customer will not change their minds" "The world will not change during the project" "The salesman's dilemma does not exist" We act like the project is a canon ball and nothing will influence its flight.But would we trust an airplane sent to New York without a pilot or navigation system?

Management by means

spoiler: this is better but not enough! ...but, it is the bleeding edge in civil construction, forgotten since the '30s...

Empire state building

500 trucks with material per day
no storage space
no flood lights - could only work days
impossible to work during winter

Key dates

September 22, 1929: Demolition started
January 22, 1930: Excavation started
March 17, 1930: Construction started
November 13, 1930: Exterior completed
May 1, 1931: Building opened, exactly ontime and 18% below budget

The secret...

independent steel, walls, windows and floors
detailed drawings as they were needed
extra investments in fittings allowing flexibility
daily replanning... using what they had on the day
flexible workforce... they worked with resource buffers and not time buffers

Learning from three Chinese examples

What is the key learning from this 15 day hotel? and from this bridge in Beijing? or this rail road construction

there is an optimum traffic intensity...what is yours?

let's move on to something more exiting...

Lean/Agile projectplanning

spoiler: this is balance act between surprise and peace of mind! doing something new is about learning... as fast as possible :-)

independent events have a 'normal' distribution

even a random walk... is 'normal'...

different size and speed of workpackages...and you have to fail to learn!

turbulent flows are part of chaos theory

chaotic results can be avoided with management of queues

different tools for different jobs!

The solution :-)

Planning board: Overview, to do, doing, done
Clear roles: Team, Product owner and 'scrum master'
Common backlog with user stories
Definitions of Done
Daily stand-up
Pull system with 'work in progress limits'
Iterative process in 2-3 week sprints
Planning before sprint and retrospective afterwards

Let's dive deeper

Value Stream Mapping

A value stream is all activities, both value adding and non-value adding, needed to refine and produce a product or service.

Queues

A sequence of messages or jobs held in temporary storage awaiting transmission or processing.

User stories

A description consisting of one or more sentences in the everyday or business language of the end user or user of a system that captures what a user does or needs to do as part of his or her job function.

Keywords:

select user stories on cost of delay priority break down to size that fits in sprint separate knowledge gaps from implementation let team decide on time estimate definition of done

Cost of delay

The cost of not having the product or service on the market when customers exist and would purchase if they could.

Lean Management

How to manage so that flow can happen...

By Gerald Weinberg in his book Quality Software Management:Systems Thinking

SCRUM

A key principle of scrum is its recognition that during production processes, the customers can change their minds about what they want and need.

Let's repeat the Scrum method

Thanks!

johan.frisk (at) facila.eu

Lean Intro – - secrets revealed - – Traditional project planning

johanfrisk